This New Year, consider making a resolution to practice 12 months of healthy communication. Most people navigate through important moments of communication on automatic pilot, reacting from emotion rather than intention. But we can transform our relationships by getting off autopilot and being proactive with positive communication.
As communication researchers and partners in work and marriage for over 40 years, we’ve experienced both the joy and challenge of personal and business communication and have found some simple steps to resolve conflict and build trust in relationships:
*Listen when your impulse is to argue.
*Edit accusations that might make someone feel put down, and instead describe your feelings.
*If you have a grievance, pinpoint details and specific examples.
*Acknowledge your role in any problem.
*Reach explicit, collaborative solutions that specify what each person will do differently in the future.
Confronting issues is never an easy matter, but avoidance can be hazardous not just to our relationships but also to our own health.
Here’s wishing you a happy, healthy, communicative 2015!
We want to hear. Do you have a New Year’s resolution that could lead to stronger communication? Join the conversation and click "comments" on our Community of Practice Forum.
Image Credit: Joan M. Mas https://www.flickr.com/photos/dailypic/
Whenever we ask people to share stories about stressful family encounters at the holidays, we are amazed at the outpouring of fraught memories. But reliving the conflicts of holidays past won’t help us deal with the present. This season, try something new. When Uncle Joe or Aunt Blanche blurts out an unwelcome opinion, resist the temptation to engage in point/counterpoint. This quickly devolves into a situation where everyone feels the only way to “win” is to get louder and LOUDER!
Instead, ask for more information about your relative’s point of view—and actually listen to that information. (Do this even if the point of view they are sharing is a direct criticism of you.) Only true listening can provide you the information you need to have influence. And it is only when your “opponent” feels heard that they will even begin to consider another point of view.
*avoid conversation killers like “You always…” and “You never…”;
*tell the other person you understand how they came to feel the way they do;
*own your part of the situation and acknowledge how you may be contributing to it.
Be realistic: You are not going to achieve perfect harmony with everyone at the dinner table. But with a little resolve you can certainly improve your batting average. Happy holidays!
We want to hear: How did this advice work for you this holiday season? Join the conversation and click "comments" on our Community of Practice Forum.
Image Credit: Michael Porter https://www.flickr.com/photos/libraryman
For years we heard about Google’s infamous job interview brainteasers (“How many times a day do a clock’s hands overlap?”), but the company has declared them useless in hiring (http://bit.ly/nobrainteasers)
According to Laszlo Bock, that company’s head of people operations, pedigrees from elite colleges and even high GPAs are also not strong predictors of job performance.
Bock told The New York Times (http://bit.ly/morehumility) that Google looks instead for “the ability to step back and embrace other people’s ideas when they’re better.” This “intellectual humility,” as Bock calls it, is fundamental to learning. It is expressed as an ability to process information on the fly and to absorb the lessons of failure. Google interviewers screen for it by asking how applicants handled tough situations.
Being intellectually humble does not mean being wishy-washy. As Bock describes it, employees who possess this quality will “fight like hell” for their position. But if a new fact is introduced, they are unafraid to say, “That changes things. You are right.”
We have long talked about the value of genuinely listening to the ideas of others. Successful teamwork and emergent leadership depend on this sort of open-mindedness and on the strength of character to trade certainty for curiosity.
We want to hear: Can you describe a circumstance where a willingness to embrace another point of view led to success? Does your organization have a way of screening for this quality in prospective employees? Join the conversation and click "comments" on our Community of Practice Forum.
Image Credit: Alain Bachellier https://www.flickr.com/photos/alainbachellier/
Gallup’s State of the Global Workplace finds that only 13% of people around the world feel engaged at work. Silicon Valley high-flyers may lure and retain talent with perks like free massages and gourmet buffets. But according to a recent SHRM survey “the opportunity to use skills and abilities” is now the top driver of satisfaction,
Researcher Liz Wiseman, author of Rookie Smarts, Why Leaning Beats Knowing in the New Game of Work takes this finding one step further, saying, “Employees don’t just want their skills used; they want them stretched.”(http://bit.ly/workchallenge)
When Wiseman’s organization asked 1,000 people across industries to indicate their current level of on-the-job challenge and their current level of satisfaction, they found a near-linear correlation. In other words, “As challenge level goes up, so does satisfaction.” Further investigation revealed that people who received a challenging assignment, in general, mastered it within three months and were ready for the next one.
The lesson for managers? While pausing to appreciate success is important, employees are not happy resting for long. If employees seem restless, allow them to apply their skills to a new problem and invite them to collaborate with co-workers to increase their expertise.
We want to hear: Are you more engaged and satisfied at work when your abilities are being stretched? Can you give us an example? Join the conversation and click "comments" on our Community of Practice Forum.
Image Credit: David Kracht https://www.flickr.com/photos/dave_kr8/
Can you work well on teams, solve problems, and communicate well with people inside and outside your organization? If so, you possess the top three skills employers are seeking in today’s job market.
We were delighted to see the “big three” when The National Association of Colleges and Employers (NACE), a non-profit group that links college career placement offices with employers, surveyed hiring managers from large companies like Chevron, IBM, and Seagate Technology about what skills they will prioritize when recruiting from the class of 2015 (http://bit.ly/topjobskills). But we were certainly not surprised! We have devoted our entire research and consulting careers to developing programs that teach these very skills because we believe they are key to organizational performance and culture.
So grads—and all job-seekers—take note: Employers emphasize universal skills that are applicable across all disciplines and industries. No matter what you studied in school, no matter what your field, it is crucial to demonstrate to employers that you can collaborate creatively and communicate effectively. Stress accomplishments that show these abilities on your resume, in your cover letters, and during your interviews. These initial points of contact are opportunities to show prospective employers just how well you communicate.
We want to hear! If you are hiring, how do you screen applicants for these skills? If you are job-seeking, how are you demonstrating these skills? Join the conversation and click "comments" on our Community of Practice Forum.